Process Engineering for Internet Solutions
Introduction
Conventional process models fail to & 39; scale of & 39; rapidly changing time marketing requirements for product development. The ability to provide good quality products in short mandates a gap of the conventional model. The reasons for the change process Existing technologies are constantly being improved and new technologies are developed to exploit the enormous potential & 39; that & 39; Internet offers. The & 39; s products must adapt to these changes to ensure a better quality of service. Decrease time placing on the market where success and leadership in the market is governed by the ability to deliver quality products quickly l & 39; changing market where products are changing as new models get presented by competition, the need to adapt these models & 39; and respond to feedback from the market, competition and / or diversification & 39; d & 39; impact on the Internet needs a product development process model, adapted to support development of quality products at Internet speed d & 39; clock, while contributing to the organization & 39; d & 39; process improvement software. It is quite possible that & 39; a demonstration release and a product release May have different features. This requires rapid development and the ability to quickly manage and frequently releases of this product. The approach in these projects, the following approach is & 39; d & 39; a big help: An understanding of the whole context & 39; d & 39; affairs by teams of software development so that detailed specifications of products and compromise in regard to the characteristics of the product can be easily done. Moreover, an understanding of the strategy underlying (including marketing strategy, revenue strategy, the strategy of development, deployment strategy, etc.) can help guide the team in & 39; fixing priorities and the right set of features for a release Tight surveillance and control of projects easy to use monitoring tools that are monitoring closely the project easier to manage. All processes to see the members of the team & 39; d & 39; first go through a " company-product-" orientation phase, during which the product development teams are oriented the overall strategy d & 39; company. This helps the teams to contribute to product specifications and their evolution (on the basis of understanding of the market). He also familiarize l & 39; team with the d & 39; Affairs and members of the team allows & 39; d & 39; adapt, and perhaps even predict changes in specifications & 39; because of the changing market or technology. The life cycle tends to follow a gradual " " development model. Apart from the usual model d & 39; water, a variant is also used, and is designed to respond to frequently changing product specifications. This model ensures progress, reduces the & 39; impact of change and allows the monitoring of various activities. A spectrum d & 39; examination and & 39; activities & 39; test is defined rather than & 39; one exam or a method & 39; d & 39; test. The process allows the optimum selection of activities & 39; quality assurance which is necessary both to provide quality objectives. At the end of & 39; milestones, project teams go through a lessons-learning phase & 39;, which ensures that the whole team is & 39; oriented vision. This process also ensures that innovative ideas and lessons learned are distributed uniformly throughout the & 39; team. In development model based on & 39; Internet, customers wishing to test their ideas at the beginning of experimentation & 39; d & 39; a first version of the product versions with a few features, demonstration capabilities, etc. However, insofar as new markets are targeted, May be changes to requirements or customer priorities during the development of & 39; a particular version of the product. In several cases, the delivery schedule tends to be corrected. For example, the program is quite desirable for a trade show, or another building. Here is a " staging delivery " is followed where it is critical d & 39; give priority to all functions and planning stages so that the first stages contain the highest priority features. This approach works well especially when the market uncertainties and changes in technology mandate changes to requirements and priorities functionality. Whenever such changes occur, these priorities are revisited " ", and & 39; any changes to the plan are discussed, keeping in mind the timetable & 39;. In addition, for each step, & 39; emphasis on the visible aspects of the product, and the basic product is specified. For example, a demonstration version of the product May require visible aspects quite finished, the most important characteristics demonstrable but not necessarily implemented fully, while a version that is driven May require visible aspects and basic features completed for a subset of priority functions. The main advantage of this approach is that signs of progress are visible earlier in the project, which helps manage the schedule pressure in this model, at the end of the first increase of user & 39; May be offered some basic characteristics and increases in May to improve or enhance the first providing additional features with greater sophistication and so forth. In development on the Internet, this cycle has also called for iterative or evolutionary development is seen as an excuse for uncontrolled development, because the very nature of these requests. The main essence of the & 39; evolution of development is the development phase is being done as a series of increases & 39; and can be defined as a full life cycle d & 39; analysis, design, coding, testing and integration l & 39;. The reason why it is considered very suitable on the Internet in product development is that the customer receives a basic product quickly. There is also a risk reduced by the definition and development of & 39; a small part of the system at a time which allows d & 39; use of the software much earlier than either the waterfall or against-shaped model. Process Engineering aspects of the process adapted for product development in Internet domain are detailed below. Product of & 39; guidance and specification phase of product specifications and d & 39; orientation is presented to the initial phases of the project, where & 39; development team works with the client to understand the strategy d & 39; business and the high level and scope of product specifications. The project manager and technical lead should also include the expected variations and uncertainties in the market, so that planning for accounts and uncertainties, at a later stage, it becomes easy to compromise in order & 39; Priority product features. In this step, the client could contribute by sharing strategy & 39; company in the form of documents, presentations, slides, discussions, etc. L & 39; development team& 39;s participation in the specifications Product refining (d & 39; review sessions) is important. In some cases, brainstorming sessions are planned for the product teams to come with a list of characteristics required miniature for the product. Requirements management phase requirements management is the process of collecting requirements from various sources, save them in any form, dissemination teams, followed by the design / code against them and change management for the remainder of the project . In an environment where the products covered & 39; n & 39; application is not final and requirements change at different levels, it becomes difficult to manage requirements. For Internet-based products, the requirements must be broken and taken at different levels. In this process, the requirements are captured at three levels. Initially, customer requirements are taken into account in some form, which includes the priorities assigned to them by placing on the business market teams. Once this is reviewed and perhaps refined by the product team, the requirements are mapped to cases d & 39; use or characteristics of each product. Detailed requirements for products are specified in a product specification (for example in the form of cases d & 39; use, according to the specifications, etc.). The customer requirement specification and a detailed understanding of the product are used as a contribution to the SRP. A list of features " " is then derived from the PRS, which includes a list of high-level (and perhaps low-level) features that are rated on a per-release with the priorities. Requirement keys can be obtained and used for mapping features (and micro-elements) to detailed specifications based on lists. The changes in requirements come in the form of a task & 39; priorities or new features / feature requests. The new applications (with the priorities) are updates on the customer requirement & 39;, and the cascade to the civil list. The feature list revision automatically triggers a change of regime. The PRS documents d & 39; provided details on the prescription. The feature list provides a mechanism to easily manage and monitor changes to requirements. An account of the changing priorities is also available, if necessary. D & 39; a point of view of management requirements, it is important to clarify significantly as information for a minimum feature / function as possible to avoid a huge documentation that reducing the effectiveness & 39; May, waste & 39; and effort to make invalid certain specifications as requirements change. At the end of the specifications, requirements d & 39; purification efforts could be taken to review the specifications and suppression of undesirable or unrealistic specifications. Project planning and monitoring the first phase of the philosophy underlying this process is the ability to make decisions good compromise at different stages of product development (planning, & 39; quality assurance, etc.). A progressive development approach that works well & 39; with careful planning the management and technical skills. At the management level, every step must be planned according to the expectations of customers of the product. In technical terms, all technical dependencies must be resolved, and the subset of features chosen for the implementation scoped and considered appropriate. In any product development, three factors govern the management of the project: cost, schedule and the product (including product features, quality, ease of use & 39;, maintenance, modifiability, vice - rate, etc.). Generally, the customer must take the decision as to which of the above factors are fixed or variable, a minimum requirement is that at least one corner must be variable. On the Internet, product development, generally schedules tend to be corrected. Cost of products and attributes can be modified. In projects involving new technologies and markets, the product factor tends to be varied. D & 39; a viewpoint planning, the process goes through the function of priorities, & 39; estimate (work-breakdown-structure method was commonly used) and d & 39; other phases of planning such that resource planning, configuration management, quality plans, test plans, etc. At the end of the planning phase, an easy to use l & 39; monitoring tool is arrived at. This document reflects a variety of tasks and results, their priorities, status and expiration dates & 39;. This allows & 39; follow the progress of the project, understand the priorities and at any given time, and facilitates the revision of priorities. The logic is here to minimize overhead d & 39; a draft documentation and commentary. At all points of change, functionality obtain the updated list of priorities and a revised plan revisited. L & 39; quality assurance phase Usually software product quality tends to be judged by the software defect rate. The other attributes as a product & 39; include friendliness, efficiency, ruggedness, performance, scalability and & 39; s & 39; completeness. In most cases, where compromises are necessary, the default rate d & 39; aspect of quality is not compromised since low default rate and short development time go together. The other attributes of quality, however, tend to lengthen the hours and development are therefore vulnerable to compromise. In one based on Internet & 39; a development environment d & 39; a product released for a demonstration, for example, will not be complete functional, robust, scalable and efficient. However, its ease of use & 39; should be very high. Therefore, the quality measurements are selected on the basis of objectives that end & 39; a press release will be realized. To meet scheduled, sometimes, & 39; review of all products Working & 39; is not possible. However, knowing this project before starting & 39; aid to resource allocation of good quality, priority on & 39; all products of work are discussed and selecting the type of work submitted by each product. Importantly, the measure of production in these cases is made against the customer& 39;s expectations instead of the process, and resources are alerted to this fact. This provides a development environment that can & 39; s & 39; expect that fewer defects. To meet the needs of different projects a series of quality procedures and guidelines are defined rather than & 39; a high level or a single procedure. An appropriate procedure is applied to a particular demand for labour in the project. Conclusion The ability to provide good quality products in short requires a & 39; s depart from the traditional model of water and & 39; d & 39; adapt different models of the process. Get the & 39; listening to this type of development May take time for a infiltrated conventional methods of development. This document analyzes the practices necessary to manage the work requests
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